The first CEO Succession held successfully on April 23rd discussing the future and rightful candidates

Discussion for future POSCO and rightful candidates

The five outside directors, including Joo-hyeon Kim, chairman of the Board of Directors, Byeong-won Park, chairman of the director recommendation committee and the steering committee, Moon-gi Jeong, chairman of the auditing committee, Myeong-woo Lee, chairman of the evaluation and compensation committee, and Shin-bae Kim, chairman of the financial and inside trading committee and Ohjoon Kwon, CEO of the POSCO attended at the Council meeting.

CEO Ohjoon Kwon, not to participate in the Succession Council for transparency.

Based on regulation, the current CEO is considered as an ex-officio member of the CEO Succession Council. However, as soon as the Council meeting started, CEO Kwon has announced that he would not participate in the Council meeting for ensuring fairness and objectivity for the procedure of candidate identification.

Various candidates will be considered from in and outside

According to the outside directors, they defined the competent CEO candidates as the one who can show ‘Innovative leadership that can lead the next 100 years of POSCO Group’. More specifically, this means that they would carefully recommend the candidates who have global management aptitude to respond to the changes in the global economy, the innovative capabilities to continuously implement the development and changes of the group, and a high level of understanding of and competency in the steel, infrastructure and new- growth industries.

As for the election method for CEO candidates, insiders who have been fostered through the internal core talent development system will be recommended. However, shareholders such as the National Pension Service and institutional investors, through the labor-management council and Association of POSCO’s former executives will provide recommendation for the outsiders. Also, POSCO opens for global CEO candidates recommended by external search firms.

This year, POSCO was selected as an outstanding company in the global sustainable management indices (DJSI World) from among 23 companies in the steel sector. POSCO received the highest environmental scores (water management and climate change), and excellent grades in shared growth, stakeholder management and sustainability reporting.

POSCO is planning to share the sustainability assessment results with its related departments and further enhance the group’s sustainability in talent recruitment and retention, tax policies, human rights and measurement of impact on the local community. Furthermore, POSCO plans to spread social awareness about sustainability to various stakeholders including investors.

Cover photo courtesy of Procurious.

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As many as 700 people attended the forum including POSCO Group affiliate employees, as well as those of POSCO’s major suppliers, outsourcing partners and AI-related professors. Notably, employees from Nastech and Korinox, where POSCO is carrying out smart factory support projects, participated as well.

POSCO CEO Ohjoon Kwon watching a presentation at the forum

“POSCO must continue to take up the challenge of implementing a smart POSCO in preparation for the dawning of the 4th Industrial Revolution. We will apply smart technologies to all processes of the steel mills, as well as to management areas such as finance, HR and purchasing to realize the concept of smart management,” stated POSCO CEO Ohjoon Kwon. “We will actively share the results of POSCO’s smartization process with our group affiliates and customers.”

Mi-hwa Park, head of the POSCO Information Planning Department added, “To realize a smart POSCO, we started the Smart Solution Council headed by our CEO last year, and identified 141 smart projects which applied Big Data and AI to solve practical problems. Approximately 600 employees participated in the projects and reduced costs by KRW 15.7 billion.” She added, “We will develop a POSCO-style SME smart factory model to support innovations for the manufacturing sites of our SME customers and suppliers. Furthermore, we will contribute to fostering SMEs and creating jobs by providing a lighter version of the PosFrame, developed by POSCO, as a customized smart platform for SMEs.”

POSCO CEO Ohjoon Kwon with the excellence award recipients

POSCO also recognized projects that applied Big Data and AI, for excellence in the steel production category. Out of the four, one improved the flatness of steel sheets and another provided improved technology for slab production. The “3D-based design/construction quality improvement” project that uses POSCO E&C’s Virtual Construction to predict risks, and the “power generation output through condenser performance diagnostics” project that can accurately detect errors in POSCO Energy’s power plants were also among those selected.

Forum participants were given an opportunity to experience POSCO’s smart solution platform PosFrame firsthand. PosFrame combines operational insights and IT technology to collect Big Data as well as process and monitor data in a way that allows participants to experience the reality of “Smart POSCO.” It was one of the most popular features of the forum among participants.

POSCO CEO Ohjoon Kwon looking at a PosFrame platform

POSCO also announced its plan to standardize the technologies and processes developed through smart projects, turn them into a technical package and actively incorporate them into its “Smart Solution” business to create added value.

Ki-won Na, CEO of Shinheung Automotive Co., Ltd., an automotive parts maker, said, “We received a lot of ideas applicable to our operations from the case studies presented today, and if we learn about POSCO’s Big Data analysis and utilization techniques in more detail and apply them, I expect it will greatly contribute to improving our productivity.”

POSCO joined hands with POSTECH to launch an advanced AI course earlier this year and is currently training 25 internal AI experts so that they can apply their AI knowledge in their field to solve problems and thus lead the way for a smart POSCO.

Also, POSCO has begun providing free AI education to young, underprivileged jobseekers in July and is now training 100 youths per year on both theoretical and practical knowledge. POSCO is also planning to support the customized SME smart talent development project, including practical education on AI and Big Data skills, for its customers and suppliers.

POSCO is actively planning to complete its smartization, meaning it will apply its “Smart Factory” to all processes of the steel mills, and carry out its “Smart Solution” business, which combines POSCO’s product technologies and services with smart technologies.

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The report outlines POSCO’s overall performance and business activities, as well as the CEO’s message. The activities and performance section contains a review of the safety and health of employees, supply chain management, solution marketing, environmental management and climate change. Unlike previous years, this year’s report includes mid-to-long-term strategies such as securing new, sustainable growth engines for the steel business.

The report also features interviews with POSCO executives and external stakeholders. Highlights include interviews with the COO Oh In-hwan and the heads of three divisions: Steel Production, Technology and Investment and Management Support. They describe key, prospective businesses for 2017 and their means to accomplish those goals. Also, stakeholders reveal their expectations for POSCO and plans for improvement in several interviews throughout.

Samil PwC verified the report based on newly revised international guidelines. Also, the GRI (Global Reporting Initiative) standard and UN SDGs (Sustainable Development Goals) were applied for enhanced credibility and transparency. POSCO not only validated their own data, but also the integrated ESG (Environmental, Social, Governance) data of its key affiliates to augment the report.

In its conclusion, POSCO CEO Kwon Ohjoon emphasizes his message about the importance of the 4 core strategies in laying down the foundation for POSCO’s Next 50 Years. The strategies include enhancement of the steel business, reinforcement of the business structure of the Group, development of future growth engines and the establishment of a flexible and creative corporate culture. He also outlines how he will make efforts to comply with the principles of sustainability that is expected of global enterprises, such as environmental responsibility, human rights, labor rights and anti-corruption, and share the outcomes promptly and transparently with all stakeholders, including investors, customers and local communities.  

The cover of the 2016 POSCO Report features a bumper beam made of “POSCO GIGA STEEL,” POSCO’s World Premium Product.

The 2016 POSCO Report is available in Korean and English. You can download the PDF report from the POSCO website.

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Below, The Steel Wire speaks with Choi Jaeyong, Manager at POSCO’s Environment & Energy Business Department and currently a research fellow at the World Steel Association, to discuss sustainable manufacturing trends in the steel industry as well as the evolving automotive steel industry.

What are some of the most exciting initiatives taking place in the steel industry to combat greenhouse emissions and to create more sustainable production methods?

First, we must realize that one of the main causes of greenhouse emissions comes from using fossil fuels for the reduction of iron ore. Therefore, any ideas to improve this process and reduce the use of fossil fuels will also help reduce greenhouse gases. One of the most exciting initiatives taking place in the steel industry is replacing coke with hydrogen on a partial basis as a reduction agent. However, this is only effective if the hydrogen is produced by non-carbon energy sources.

[clickToTweet tweet=”“The sustainable life cycle of steel helps automakers recycle old automobiles into brand-new cars.” ” quote=”“The sustainable life cycle of steel helps automakers recycle old automobiles into brand-new cars.” ” theme=”style6″]

In addition to finding fuel alternatives for blast furnaces, advancements in smart factory technologies, such as AI and IoT, are also helping create more sustainable production methods while significantly enhancing the decision making process. For instance, the digitalisation of the control systems to reduce variations in process parameters has helped reduce energy usage as well as unexpected defects. Moreover, IoT can help employees at worksites by preventing industrial accidents with regards to machinery and equipment.

What do you think steelmakers should do to become more energy efficient?

First of all, steelmakers should work to achieve best-in-class operational standards across all processes. This includes improvements in engineering, operations, reliability, yield, health, and safety. Second, employees should stay up-to-date on the latest developments in steel production to ensure that advancements are shared utilized across the entire industry. Third, we must use collaborative and innovative R&D techniques to make improvements throughout all processes. POSCO is already practicing the first two very well while the third continues to be a priority for POSCO CEO Ohjoon Kwon.

I believe there is no one single solution for energy management; however, if those of us in the steel industry remain enthusiastic about finding creative energy saving solutions, new ideas will continue to arise and evolve.

From your experience working with POSCO’s energy management systems, can you tell us what POSCO is doing to become more energy efficient?

Pohang Steelworks is one of the most intricate modern steel manufacturing sites in the world. We continuously look for improvements throughout all processes including in the combustion, gas, corrosion, mechanical, instrument & measurement engineering practices, and statistical analysis techniques. If problems are found they are analyzed to eliminate and prevent faults or delays.

Also, at Pohang Steelworks, each facility has their own characteristics from raw materials to end products. Producing coke, sinter, and pig iron is a near continuous process, but producing steel is a batch process. Respective rolling mills have different rolling schedules and maintenance periods. Upstream processes, such as the blast furnace, have a fixed maintenance schedule. Why is knowing the characteristics of the process important? The processes create by-product gases and if there is a break in the use of the gases, the furnace will need to be flared once the gasholders are full. This has a significant impact on the emissions intensity for the site. Pohang Works uses many kilometers of pipelines and multiple power plants in order to utilize all the by-product gases and my role is to eliminate the flaring ratio and to operate energy facilities with high efficiency. The most important job is to maintain the facilities so that they are in good condition and can operate when needed.

Inside steelmaking plant of POSCO (Image courtesy of World Steel Association)

For sites like POSCO, energy needs to be viewed holistically to be able to create a balanced energy generation system, which helps avoid waste in gas & electricity. There is a project currently underway to build a new integrated energy management system that will help optimize energy use and prevent waste.

More and more automakers around the world are focusing on sustainability and emission reduction. What kinds of benefits can sustainable materials like steel bring to the auto industry? Also, what is POSCO doing to help automakers manufacture more sustainable vehicles?

Steel is better than alternative materials like aluminum and carbon fiber composites for various reasons. Properties of steel vary greatly but it’s always adaptable to making new products for different end products. When the electric arc furnace (EAF) melts steel, it can be formed into a new product without a loss of quality. On the other hand, other alternative materials composed of alloys at a lower temperature remain as molten alloys, and they require additional processing to separate the various elements from the original material, which cannot always be done without a loss of quality. For steel, this is not a problem. Also, because of the sustainable life cycle of steel, automakers can recycle old automobiles into brand new cars without a reduction in quality.

Additionally, by replacing conventional steel materials with advanced high-strength steels (AHSS), drivers can reduce fuel usage by as much as 5% and greenhouse gas emissions by 6%.

POSCO has developed numerous lightweight solutions to enable automakers to produce lighter, more eco-friendly products with no reduction in strength and durability. Using more sustainable materials like POSCO GIGA STEEL can bring numerous benefits to the auto industry as it offers automakers the ability to produce stronger cars with fewer emissions.

For more information on POSCO GIGA STEEL, take a look at the 6 reasons why POSCO GIGA STEEL is Ideal for both automaker and consumers.

Q1. Despite several market challenges heading into 2016, POSCO Maharashtra has become POSCO’s most successful subsidiary. What would you credit with this quick turnaround?

Manish Kochar: At the beginning of last year, there were many import restrictions imposed by the government of India, and at the start of 2015 a lot of people were not sure whether we could even survive. We were merely a POSCO group company that was buying from POSCO Headquarters and selling in India. But we quickly adapted to the situation.

Because of the high costs of materials, we began to develop partnerships with local mills. Our Quality Assurance and Product Departments worked with these local mills to improve standards and help guarantee the same quality that our customers expect. This also reduced our inventory levels, which in turn reduced our inventory costs.

This was a very good move and I appreciate that management had the foresight and ability to make these collaborations possible. Otherwise, our journey would have been very different.

[clickToTweet tweet=”‘We worked with local mills to improve standards and help guarantee the same quality that our customers expect.'” quote=”‘We worked with local mills to improve standards and help guarantee the same quality that our customers expect.’ – Manish Kochar” theme=”style6″]

Chetan Waghchoure: First of all, we were able to succeed because of the direction from management. We have clearly defined strategies for each segment in terms of targets, market, and pricing, which are constantly under review. Because of this, we have been able to make improvements in production, logistics, and quality.

From 2015-2016 we were barely producing 80-90 thousand tons per month, but today we are reaching over 140 thousand tons each month. Additionally, we were able to cut the production process from two months to just 30 days. And, we made an effort to move away from small market segments where the prices are low and competition is very high. Instead, we changed our focus to producing high-quality products for auto, home appliances, and panels. This move gave us higher margins and more market share.

“Increasing the operating ratio helped reduce the operating cost and that indirectly affected our profitability.” – Ajay Telrandhe, Quality Assurance

Ajay Telrandhe: In addition to what Chetan and Manish have said, in the last 3-4 months, we have increased the operating ratio and plant utilization. While we were operating at around 70-75%, now it’s at almost 90%. Increasing the operating ratio helped reduce the operating cost and that indirectly affected our profitability. Because of this, we were able to enter into more non-auto segments and produce more exports.

Q2. POSCO prides itself on producing the most advanced, high-quality steel around the world. How important is quality at POSCO Maharashtra and how are you able to maintain quality standards with such rapid growth?

Chetan Waghchoure: If I supply material at a cheaper rate, the customer will come back one time. But if I supply quality material, they’ll come back again and again. So that’s what we’re doing right now. Although our products might be priced a bit higher in the Indian market, we are supplying quality material and our customers continue to be loyal because they understand that value.

“If I supply material at a cheaper rate, the customer will come back one time. But if I supply quality material, they’ll come back again and again.” – Chetan Waghchoure, Sales

Ajay Telrandhe: POSCO Maharashtra has very advanced inspection systems. From surface inspections to mechanical testings to calibration – those are all constantly maintained so that we can ensure delivery of uniform products to our customers.

Also, in the next few months, we will be adding an AI system for zinc coating. Maintaining a consistent coating weight for automotive steel is a highly specialized process and prone to error. By integrating advanced AI technology, we will be able to reduce waste and ensure consistency.

[clickToTweet tweet=”‘…if I supply quality material, they’ll come back again and again.’ – Chetan Waghchoure” quote=”‘If I supply quality material, they’ll come back again and again.’ – Chetan Waghchoure” theme=”style6″]

Manish Kochar: One of the most important ways we are able to offer higher quality control is in the way we manage our supply chain for automotive customers. There are three to four automotive hubs in India and for all 3 locations, we have dedicated POSCO-owned service centers. Before POSCO began collaborating with the local mills, there was no integrated logistics plan so mills in one part of India were supplying products on the other side of the country. Now, India is a big country so it was impossible for them to manage any type of dynamic, just-in-time delivery supply chain. Because of POSCO’s superior supply chain management, we have created a very big gap between us and our competitors.

Also, nobody works in as much detail as POSCO does. At POSCO, we develop specific steel solutions for each product based on how the part will be used and in what capacity. In addition, we have separate application codes defined in our system that prevent us from providing materials that are not specifically designed for that part. Most of our competitors cannot do that, they simply provide similar materials for each part.

For global companies that value quality, POSCO is always their first choice.

Q3. How has POSCO’s Solution Marketing helped customers improve production processes and manufacture better products?

Ajay Telrandhe: We recently worked with Tata Motors and Royal Enfield to develop new fuel tanks. Tata Motors’ previous fuel tanks had a short life cycle and were prone to rusting with leakages while Royal Enfield was using galvanized electroplated material for their fuel tanks that was very expensive and had to be imported as it was hard to procure in India. So, POSCO worked with both companies individually and came up with a GA product with a chrome pre-razing coating. By making these adjustments in the production process, both companies have seen much better results with reduced costs and inventories.

“We are currently the only supplier in India who can provide galvanized steel at 0.48cm.” – Manish Kochar, Sales

Manish Kochar: One successful example was the time we worked with one of our customers to reduce the thickness of their Extra Deep Drawing (EDD) galvanized steel product for Dish application. At that time everyone was using 0.6mm thick galvanized steel, but the customer wanted it reduced to around 0.5mm. We met with our Quality Assurance Department with the goal of reaching 0.48-0.50mm. After planning, development, and testing we found that in addition to the reduction in thickness there was around a 10-15% reduction in weight as well – with no loss in stability. We are currently the only supplier in India who can provide EDD galvanized steel at 0.48mm.

Q4. How does POSCO Maharashtra plan to continue its success into the future?

Chetan Waghchoure: The Indian auto market is not yet saturated and it is still growing.  We see constant growth in this segment and expect to see new investment opportunities with many of our global clients including electric carmaker Tesla, KIA Motors, BMW, and SAIC-China. Having developed strategic locations throughout India has given us an advantage and helped us have an upper hand in the competitive automotive steel market. We are prepared and expecting continued growth in the automotive steel market.

POSCO Maharashtra is confident in the quality of products they can provide to customers as India’s auto industry expands.

Ajay Telrandhe: As India’s economy continues to grow, all of the global players will also have a presence in India. Because of this, the demand for steel will continue to rise. At POSCO Maharashtra, we are preparing for this opportunity. We will continue to develop our galvanizing line in order to meet increased demand while continuing to focus on delivering the highest quality products to all of our customers.

Manish Kochar: The government of India announced its National Steel Policy in April 2017 that focuses on improving per capita steel consumption in India both in the short and long term. The demand for automotive & home appliances is increasing steadily every year. POSCO is already an established brand worldwide, and more and more global companies entering the Indian market want to work with POSCO. As such, we will continue to provide a very high standard of quality for our customers.

[clickToTweet tweet=” ‘The global companies coming to India want to work with POSCO.’ -Manish Kochar” quote=” ‘The global companies coming to India want to work with POSCO.’ -Manish Kochar” theme=”style6″]

We have developed good relationships with local mills and consistently delivered high-quality products to our customers. We don’t see any issue with an increase in production and we don’t expect any gaps in quality as demand for POSCO steel continues to increase.

This interview was conducted as POSCO Group University held its Global New Leader Program in Korea. The Global New Leader Program brings together management from POSCO Family subsidiaries from all around the world so they can collaborate, share ideas, and develop new skills. This is just one global leadership program that POSCO organizes for its global employees. Find out more about POSCO’s global operations in our interviews with POSCO TCS in Thailand and POSCO China.

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POSCO’s overseas employees participate in POSCO’s Global Mobility Program that includes seminars on Solution Marketing, POSTIM, POSCO’s values & culture, and a chance to get hands-on experience at the steelworks.

This year, the training took place from March 6 to 17 with nine employees from the following affiliates:

• POSCO-CSPC (China)
• Qingdao Pohang Stainless Steel Co., Ltd. (China)
• Zhangjiagang Pohang Stainless Steel Co., Ltd. (China)
• PT.KP (Indonesia)
• POSCO-Vietnam
• POSCO-TBPC (Thailand)
• POSCO-ICPC (India)
• PT Krakatau POSCO
• POSCO America

GMP participants just completed their two-week training program last week, which included on-site training and seminars on POSCO’s values, culture, and working systems. For the first week, participants learned about POSCO’s history along with different aspects of Korean language and culture. During the second week, there was a lecture on the work phases of a steel mill and participants visited the steelworks for a fuller understanding of the steel production process.

This year, POSCO made more of an effort to include material that would help participants have a greater understanding of POSCO’s management policies, such as solution marketing and POSTIM.  Additionally, participants were able to share their own unique work experiences and learn more about how POSCO operates around the world.

Participants continued their training, working with different departments. These included the Human Resources & Labor Relations Group of Gwangyang Works, the Plate Rolling Department, the Automotive Flat Products Exports Group, and POSCO Group University.

Through the GMP, POSCO Group University hopes to steadily foster the growth of future management leaders and experts with POSCO’s innovative DNA. The second training will be conducted in June.

The Steel Wire recently sat down with three GMP participants from POSCO China. Read their interview and find out more about the program and how it will impact their work in China. 

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High-Quality Steel Products Keep POSCO Competitive in China

In China, several factors have led to more difficult market conditions. Can you tell us about what it is that POSCO is doing to stay competitive in China? How do POSCO’s steel products compare to those from other companies?

Kim Huyn Ah: POSCO has done several things to remain competitive. First, we have focused our attention on creating high-quality World Premium Products. As you know, there is a lot of low-priced, low-quality steel, but our World Premium Products stand out because we are able to make them consistently and without defects. Secondly, POSCO has positioned itself near other key industries. For example, our machining centers in China are located near other large international car manufacturers like GM and Volkswagen. So, even when market conditions go south, there is always stable demand simply due to the geographic proximity.

Yuan Feng: In mid-2015, our production output of World Premium Products was around 30%. By 2016 that had increased to 49%, and as of January 2017, our total output consists of 55% World Premium Products. As Huyn Ah said, other companies can make similar products, but no one can do it at our speed and consistency. Our customers rely on that.

Wang De Hui: Because of the overcapacity of steel, things were difficult for a while, but they are getting better. We get our raw materials from HQ, and because our raw materials are better we can provide better products. And actually, the abundance of low price, low quality steel ended up creating more demand for our advanced, high-quality steel products.

We are committed to maintaining higher quality products. Each year we analyze the steel to make sure the raw materials and production processes are better, more advanced, and with fewer impurities. I know the difference between our materials and our competitors. What we get from Korea is just better.

Better Customer Service with Solution Marketing 2.0

In addition to producing high-quality steel, how does POSCO stand compared to other steel companies? What is it doing to keep customers satisfied?

Kim Huyn Ah explains the importance of POSCO’s high-quality products in China’s market

Kim Huyn Ah: At POSCO, when questions come up, or if a problem occurs, we do our best to find a solution as soon as possible. Through POSCO’s Solution Marketing 2.0, we provide our customers the tools they need to maximize convenience and efficiency in utilizing high-quality steel.  Solution Marketing 2.0 is practiced under three strategies: digital solution marketing based on advanced IT technology; innovative solution marketing that focuses on speed, value and quality; and tailored solutions that provide comprehensive support for each customer. This process helps our customers understand the balance between a product’s features, price, and long-term benefits.

Also, we work hard to provide products to clients on time and on schedule. It is one of the most basic parts of our job, but oftentimes one of the most difficult to control due to floods, typhoons, or other things that are out of our control. Customers demand more, so at POSCO CSPC we have made production systems management a priority so that we can deliver our steel products on time. Because of these improvements, we have been able to meet delivery times more effectively than other steel companies in the area.

Yuan Feng: Huyn Ah really touched on a lot of the important points for us, but I would like to add that POSCO now has an entire department dedicated to service. Now we are able to listen to customers more effectively and respond to their questions and feedback more quickly. We do our best to solve problems as quickly as possible.

Wang De Hui: The Chinese steel market has grown very quickly. Because POSCO is almost 50 years old, we have a better understanding of service and quality. That being said, our competitors in China are learning fast. We must continue to adapt and be competitive. Last year, POSCO set up a Solutions Marketing program to promote high-quality products and customized solutions. Our customers really appreciated that we had higher quality products and were willing to work with them for individualized solutions.

POSCO Fosters Employee Development

All of you are in Korea participating in POSCO’s Global Mobility Program (GMP) where you are able to collaborate with other POSCO employees from around the world while developing new skills at HQ. As part of the management team in China, how has POSCO helped you grow in your career?

Kim Huyn Ah: It is helpful for me to take part in the Global Mobility Program. Seeing HQ and how they work helps us understand the full system process better. Also, as a Korean, I am often in the middle between HQ and our local Chinese office. It can be difficult to understand communicate to both sides effectively. But POSCO has supported me in my career and this experience will help me have a better understanding of the work process in Korea.

Yuan Feng explains the significance of being able to get training at POSCO HQ. His work in maintenance is critical to maintaining smoothly running factories that deliver POSCO’s steel products on time and without defect.

Yuan Feng: I joined the Global Mobility Program because I wanted to learn more. My department is new; it was just formed last year so I want to see more about POSCO and how it works. I think the GMP gives me the opportunity to develop more as an employee, but also in other ways as well. For example, I can have the chance to work with people from other countries and learn about their cultures as well. When I first started, I had to work with some people from Indonesia. We both had a bit of trouble understanding each other, which is natural. However, after we learned about each other’s cultural backgrounds we could understand each other much better.

I will be in Korea for 6 months. During that time I want to create a new system for our Maintenance Department so that it can be more stable and strong. In addition, because it is a new department there needs to be a systematized program for development. We have done well since last year, but we have bigger goals and we want to do more.

Wang De Hui: This is an exciting opportunity for me. I want to improve my skills and do more with POSCO. Being a quality control specialist, I’m responsible for collecting data and measuring performance and customer choice. It is important for me to know how these things are done at HQ so we can improve our efforts in China.

POSCO is Tops in CSR in China

POSCO has won many awards around the world for its CSR work. In particular, it recently won one of the top awards for Corporate CSR work in China. Have you participated in any of POSCO’s CSR events? What effect do those activities have on the community?

Kim Huyn Ah: At POSCO CSPC we have a CSR department that organizes several activities. We have events to plant trees, visit nursing homes, and help out at homes for disabled children. My most memorable experience was when I visited a home for disabled children. When we visit, they greet us so warmly and show so much gratitude.

Wang De Hui has seen the impact of POSCO China’s CSR work

Yuan Feng: At our office, we participate in several CSR activities. We help out with environmental initiatives and with the local communities around the factory as well. We support 3-4 families regularly with supplies and help them with simple things like painting their houses. We sometimes go on trips with them. In the beginning, we would simply donate money, but after seeing the benefit to the communities, and for the staff as well, we are becoming more and more active with CSR activities.

Wang De Hui: At POSCO Qingdao, we organize an event every month. It is well attended by our staff as even our general manager and department managers go. I’m glad we do things like this and I enjoy participating. We mainly go to help out at public nursing homes and schools for the deaf. We also raise money to buy basic needs, such as food, clothes and home appliances. Activities like this have given POSCO a good reputation in the local communities, which is important.

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PT Krakatau POSCO held a meeting with export firms on February 9. Attendees strengthened their relationships as partners and exchanged ideas on POSCO’s sales strategies and goals.

PT Krakatau POSCO recognized the three trading companies with the highest performance in 2016. These three companies included Samsung C&T Co., Hyosung (Europe), and ThyssenKrupp (Brazil). Samsung C&T Co. was recognized for achieving the highest number of sales (88,000 tons, which accounts for 17%), while Hyosung and ThyssenKrupp were recognized for pioneering new markets. Awards were handed out to Yong-soo Kim, a senior managing director at Samsung C&T, Wolfgang Schnittker, CEO of ThyssenKrupp, and representatives from Hyosung. “We want to thank PT Krakatau POSCO for holding this event and hope to continue building our partnership for continued success,” said a representative from Samsung C&T.

Executives from three trading companies accept prizes for recording strong sales or developing new markets in 2016. From left to right: Kyung-joon Min, head of PT Krakatau POSCO; Frederik Bremsteller, a senior manager at ThyssenKrupp; Yong-soo Kim, a managing director at Samsung C &T; Bon-seok Koo, a manager at Hyosung; and Si-young Choi, head of PT Krakatau POSCO Headquarters.

During the main portion of the event, participants discussed marketing strategies to expand the sales of World Premium Products (WPP), countermeasures for common issues, and sales strategies. In addition, with its eye on overcoming recently strengthened protectionist policies, PT Krakatau POSCO also discussed ways to improve its own brand management, which included a regional sales quota management plan with further emphasis on indicating the place of origin on its products. PT Krakatau POSCO is steadily ramping up sales by implementing strategies to promote high-end products (such as WPP).

Kyung-joon Min, head of PT Krakatau POSCO, delivers his opening speech before kicking off the event.

PT Krakatau POSCO is in its fourth year of operation since beginning its full-scale sales activities in 2014. The steel mill has sold 7.7 million tons of products, including a total of 2.3 million tons of steel plates in Southeast Asia. Its cumulative exports of steel plates amounted to 290,000 tons in 2014, 445,000 tons in 2015, and 510,000 tons in 2016 due to aggressive new customer acquisition and local market development activities. The company has also connected with 307 new buyers in 23 countries including Southeast Asia, Europe, and Brazil.

In the future, PT Krakatau POSCO plans to continue developing partnerships with trading companies and to make efforts to strengthen its position and competitiveness as Southeast Asia’s first integrated steel mill and as a leading steel plate maker for the region.

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POSCO ESM produces cathode materials, which are essential for the manufacturing of secondary batteries for portable IT devices such as electric vehicles, laptops, and cell phones. Since last month, it succeeded in mass-producing ‘PG-NCM’ (POSCO Gradient Nickel Cobalt Manganese), the high-capacity cathode material for low-speed electric vehicles.* They have also been supplying these materials to LG Chem. Presently, POSCO ESM is focused on  producing  general cathode materials.

During his visit to the factory, POSCO CEO Ohjoon Kwon emphasized POSCO’s commitment to the secondary battery material business saying, “The cathode materials produced by POSCO ESM are essential for the secondary battery material business of POSCO, and we are planning to invest an additional KRW 300 billion in the cathode materials business until 2020.”

To expand the secondary battery business, POSCO acquired a 75.32% stake in POSCO ESM by issuing new stocks last January. By securing the management rights of POSCO ESM, they have laid the foundation for transforming it into a specialist for producing secondary battery materials for electric vehicles.

Despite entering the cathode materials market as recently as 2012, POSCO ESM is currently one of the only two companies in the world that can produce high-capacity cathode materials with 80% or more nickel (NCM type).

In addition to the large-capacity batteries needed for IT devices, the demand for industrial energy storage systems (ESS) for electric vehicles is increasing as environmentally-friendly policies continue to take shape around the world. The size of the global secondary battery market is expected to grow from USD 29.3 billion in 2016 to more than USD 44.2 billion by 2020.

Together with RIST (Research Institute for Industrial Science & Technology) that has research competencies in lithium, nickel, titanium and carbon, POSCO plans to capitalize on the technologies it has developed over the last 50 years to actively transform high-yield businesses such as magnesium and nickel smelting and expand its future growth options.

※ Overview of POSCO ESM

• Date of establishment: March 2, 2012
• HQ and factory: Gumi, North Gyeongsang Province
• Business: Manufacture and sale of lithium ion secondary battery cathode and anode materials
• Equity structure: POSCO 75.32%, Phoenix Materials 24.68%

※ PG (POSCO Gradient)-NCM (Nickel Cobalt Manganese)

If the nickel content exceeds 60%, the cathode material is classified as a high-capacity cathode material. PG-NCM is a product that increased the nickel content to 80% and secured thermal stability by applying POSCO’s proprietary gradient technology to design the composition of the center and surface of the cathode materials differently, thereby meeting the safety requirements of electronic devices and electric vehicles.

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